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Effectiveness of Teamwork in the Workplace View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by GSSRR.ORG: International Journals: Publishing Research Papers in all Fields International Journal of Sciences: Basic and Applied Research (IJSBAR) ISSN 2307-4531 (Print & Online) http://gssrr.org/index.php?journal=JournalOfBasicAndApplied --------------------------------------------------------------------------------------------------------------------------- Effectiveness of Teamwork In the Workplace Ashley M. Khawama*, Toni DiDonab, Brenda S. Hernándezc aDepartment of Psychology, Carlos Albizu University, 2173 NW 99th Avenue, Miami 33172, United States b,cDepartment of Psychology aEmail: [email protected] bEmail: [email protected] cEmail: [email protected] Abstract Teamwork has been a key factor in the progress, evolution, and survival of humanity. Research suggests that teamwork provides better results for organizations than individual work. Teamwork is considered one of the most effective work forms. Working in teams also benefit the individual on a personal level as it fulfils needs such as social interaction and affiliation. Regardless of the profuse research validating the effectiveness teamwork brings to organizations, many management personnel still do little to build teams. The researchers explored the differences in teamwork preference across ethnicities, and the differences in self-awareness across genders. A 33-question survey was administered, thru SurveyMonkey to 225 participants across the country (n = 119 females, n = 106 males). The participants were recruited on a convenient basis utilizing snow ball sampling, and social media (Facebook, Instagram, WhatsApp, emails, etc.). Participants were between the ages of 18 and 80, with a total of 44% between the ages of 25-34. Most of the sample were Hispanic/Latino (56%), followed by White/Non-Hispanic (40%); while 4% represent other races. Results showed a significant difference between ethnicity and teamwork preference, while surprisingly no significant difference was found between gender and perceived self-awareness. Based on the findings, it is suggested that organizations that are open and supportive of cultural diversity in the workplace are more likely to have effective work teams. Keywords: cultural diversity; effectiveness; ethnicity; self-awareness; teamwork. ------------------------------------------------------------------------ * Corresponding author. 267 International Journal of Sciences: Basic and Applied Research (IJSBAR) (2017) Volume 32, No 3, pp 267-286 1. Introduction Since the beginning of time humans have been driven to form groups and work together to achieve their goals, solve problems, generate more ideas, develop skills, survival, among other purposes. Teamwork is one of the most noticeable and essential work configurations of the 21st century. Teamwork is considered one of the most effective work forms [1]. The 21st century has brought many changes to the Since the beginning of time humans have been driven to form groups and work together to achieve their goals, solve problems, generate more ideas, develop skills, survival, among other purposes. Teamwork is one of the most noticeable and essential work configurations of the 21st century. The 21st century has brought many changes to the structure of organizations and also to the nature of jobs. Levi [2] suggests that even though the use of teams in the workplace has a long history, the past decades have shown that the notion of organizational teamwork has reformed. In the last decades, many studies have been conducted on the effectiveness of teams (i.e. Sundstrom, McIntyre, Halfhill, & Richards [3]; Kozlowski & Bell [4]; Salas, Stagl, & Burke [5]; Gil, Alcover, & Peiró [6]; Ilgen, Hollenbeck, Johnson, & Jundt [7]; Nielsen, Sundstrom, & Halfhill [8]; Kozlowski & Ilgen [9]; Mathieu, Maynard, Rapp, & Gilson [10]; Goodwin, Burke, Wildman, & Salas [11]. However, in this competitive and globalized economy, organizations face many challenges due to their constant evolution. There is still limited knowledge about how work teams function and many questions remain about how employers can successfully create productive and effective work teams. Given the globalized economy of the 21st century, there is also a lot to learn about multicultural teams. Additionally, there is much to learn about the support systems needed to manage this work configuration [12]. Many organization’s workforces are using different types of teams, such as production teams, project teams, service teams, and action teams to accomplish its different goals and stay competitive [13]. The literature based on teamwork suggests many benefits for organizations and for individuals. Some of the benefits of teamwork include their effectiveness at improving employee relations, employees’ technical and interpersonal skills, quality of work life, job satisfaction and performance, organizational effectiveness growth, and flexibility. Teamwork also provides social support, encourage cooperation, and make jobs more interesting and challenging [2]. According to Hartenian [14], managers and supervisors are becoming more aware that teams are more effective in providing results than employees working individually. This is one of the reasons the use of work teams has become more popular. Alie, Beam, and Carey [15] speculate that teamwork is becoming the foundation in organizations. As part of many reorganization agendas, many organizations are using work teams as the principal component to staying competitive [16]. Cohen and Bailey [17] found that 85% of the organizations composed of 100 employees or more are using work teams to achieve their goals, and in fact there is a strong enthusiasm for this work configuration. Employers are confident that they can hire employees with the ability to work in teams. Despite the many benefits teamwork brings, developing them is not always an easy task. However, employers are under the notion that they can develop this dexterity in their team members through training and mentoring. Hartenian’s [14] research study, about team member acquisition of team knowledge, skills, and abilities found that work teams who were offered training and mentoring demonstrated higher team skills than those who did not receive it. Stevens and Campion [12] performed a study with the purpose of 268 International Journal of Sciences: Basic and Applied Research (IJSBAR) (2017) Volume 32, No 3, pp 267-286 determining the knowledge, skills, and abilities (KSA) required for teamwork and also with the purpose of considering the implications of these teamwork KSAs for Human Resource management. After an extensive literature review, Stevens and Campion [12] concluded that it is imperative for HR to understand the requirements of the job, and KSAs required for teamwork, to effectively hire employees. It was also concluded that HR needs to understand the tasks and role expectations, required trainings, job analysis, appraisals, among others factors that can potentially affect the implementation of teamwork programs. Collaboration is necessary for tasks that require creativity, problem solving, and innovation [18]. Collaboration is a competitive method for achieving difficult goals and tasks. As globalization keeps forcing organizations to face more challenges, more tasks are assigned to and performed by work teams. Fitz-Enz [19] speculates that work teams are the most noticeable indicator that organizations are changing towards a collaborative environment. Organizational management is becoming more aware that jobs are becoming more complex. Wheelan [18] suggests that this complexity is requiring employees to work in teams to ensure organizational success. The implementation of work teams is known to be one of the most effective organizational interventions for improving organizational performance [20]. Gwynne [21] suggests that a key aspect considered in helping organizations and industries stay competitive is the transition from individual work to teamwork. Recent findings by Manzoor, Ullah, Hussain and Ahman [22] suggest that teamwork is the most significant independent variable having a strong relationship with the dependent variable of employee performance. Manzoor [22] research study analyzed the effect of teamwork on employee performance of the staff members of an Education Department. It revealed that teamwork when properly implemented is of significant importance, which brings benefits in terms of increased product quality and quantity, competitive advantage and higher productivity, and performance [22]. Amongst the different types of teams mentioned by Sundstrom [13], the use of production teams has motivated several studies to demonstrate their effectiveness in specific scenarios [23,20,17]. Sundstrom [23] concluded that specific context factors in teamwork effectiveness, such as organizational context, boundaries, and team development, were to be assessed by organizations to ensure team effectiveness. Guzzo and Dickson [20] reviewed all the available literature about team effectiveness and performance in the organizational context. They found that indicators of performance show the highest improvements when multiple changes are simultaneously done in aspects such as human resource management practices [20]. Additionally, they found that organizations employing sets of practices that included teams as an important element of organizational design are inclined to excel on several performance areas. Levine and
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